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The 7 Habits of Highly Effective PeopleHabit 4: Think Win-Win

The Book and Author

• Written by Stephen R. Covey.

• Graduated from Harvard University with an MBA.

• Chairman of the Covey Leadership Center and the Institute for Principle-Centered Leadership

• Meant to help people solve professional and personal dilemmas through principled living.

Overview

Interdependence

• The third and final stage in maturity.

• Relies on realizing that the greatest rewards is achieved collectively, but it also depends on our personal contribution.

• Game Theory

Six Paradigms

•Win/Win

•Win/Lose

•Lose/Win

•Lose/Lose

•Win

•Win/Win or No Deal

Win/Win

• The idea that everybody can come out better.

• Most powerful in situations where continual relationships are important.

• Not always obvious.

Win/Lose

• Somebody wins, everybody else loses.

• Competitive situations.

• Often can contain the best short term personal reward, but at what cost?

Lose/Win

• Giving up.

• Used when the cost of victory is more damaging than the rewards are worth.

• Nets some better relationships, but does not build trust or necessarily good results.

Lose/Lose

• Mutually Assured Destruction

• Enemy focused people

• Usually emotional, not rational, but can also be used as a deterrent.

Win

• Nothing else matters but victory.

• Many times in desperate situations where failure is not an option.

• The fate of the other participants is not worth considering.

No Deal

• If Win/Win cannot be reached, call off any kind of agreement.

• Sometimes necessary to make sure that relationships do not get stigmatized by poor deals.

• Use sparingly.

Dimensions of Win/Win

Character• Our ability to consistently

choose Win/Win when appropriate depends on our courage and consideration.

• These come from our character.

• Abundance mentality –There are enough resources for everyone to win.

• Contrast with Scarcity Mentality – Only one person can win.

Relationships

• Everybody is naturally suspicious of each other.

• You need to have the trust of the other person to pursue Win/Win.

• People are usually programmed to think we’re going for Win/Lose.

Agreements

• The agreements we make set the stage for future deals.

• People come to expect certain things of us because of past deals.

• The way we frame agreements must come from Win/Win first.

Systems

• Everyone wants rewards.

• The system that produces and frames rewards must reward everyone based on their responsibility and their results.

• Do not favor certain behaviors purely for results, look at how much those results are because of their contribution.

• Their dedication to also pursuing Win/Win must come into account.

• Demand of subordinates the same principles you believe are needed for success at your level.

• Always discover what problems are personal and what problems are systemic.

Processes

• The ways we make agreements must come from the idea that everyone can win

• In essence, everyone must be involved, or they will feel that they’re losing even though they’re not.

• Always understand the problem from both sides.